If They Can’t Repeat It, It’s Not Clear
A 5-minute reset for tech leaders who want clarity, ownership, and real shipping, no theater.
The only thing you need this Monday
Most leadership “advice” fails because it adds more words to a week that already has too many. More frameworks, more meetings, more slides, more “alignment.” Your team does not need more narration; they need one clear intent and one practical constraint that starts to change behavior.
Stoicism gives you the core filter: focus on what you can control, refuse to outsource your stability to chaos, then act with discipline. Tech leadership adds the second filter: if the system rewards handoffs, you will get handoffs; if it rewards outcomes, you will get outcomes. Culture is not what you say; it is what your system makes easiest.
So here is the Monday move: reduce the week to one sentence, then make “done” mean something real.
Clarity is a sentence, not a presentation.
If your vision requires a deck to be understood, it is not a vision; it is a story you need to keep retelling. A team cannot act on what it cannot repeat. Your job is not to sound smart; your job is to make the direction so simple that people can carry it out without you.
Write one sentence that answers: What outcome are we trying to change, and why does it matter now? That is it. One sentence, no adjectives, no strategy words, no “synergy,” no “north star,” no “transformation.”
If you cannot write it, you do not yet have clarity; you have activity.
Ownership starts where your definition of “done” ends
Most teams believe they have an ownership problem; what they actually have is a boundary problem. They define “done” at the exact point where accountability becomes uncomfortable. A ticket moves to “Done,” a PR merges, a deploy happens, and then the system quietly says, “Good luck, operations.”
If you want ownership, change the contract. “Done” is not merged. “Done” is not deployed. “Done” is: built, shipped, observed, corrected. The product is not a factory output; it is a living system, and your team must own the system, not just the code.
This one change removes 80 percent of the “blabla” immediately because it forces the only question that matters: Did it work, and how do we know?
The Stoic test for leadership decisions
“When people can see what they own, they stop waiting for rescue.”
Before you assign a goal, ask this:
👉 Does the team actually control the levers required to achieve it?
If not, you are handing them a problem they can only suffer, not solve. That is not “challenge,” that is torture disguised as ambition.
A Stoic leader protects the team’s agency. Not by making work easy, but by making control visible. When people can see what they own, they stop waiting for rescue.
Here is the hard part: if the team cannot own it, there is a high chance you are still acting as the hero, even if you call it “support.”
Your move for this week
Pick one initiative and run it through two constraints:
First, write the intent as one sentence.
Second, define “done” as outcome, not output.
Then say it out loud, in the first meeting of the week, and keep repeating it until the room can repeat it back to you without effort.
If you want a simple script, use this:
“We are changing [outcome] by [direction/amount] because [reason]. ‘Done’ means it works in production, we can prove it, and we know what to do if it breaks.”
What to write in your mirror-book today
If you only do one reflective exercise, do this one. Answer in plain language, no corporate terms:
What am I still doing that proves the team cannot own outcomes without me?
Where does “done” quietly become “someone else’s problem”?
What would break this week if I disappeared for three days?
These questions are not for guilt. They are for design. You are not trying to be a better hero; you are trying to build a better system.
Mentoring Session: Self-Mirror-Journal – Practise Self Mastery
“Ask yourself the question: Can you be honest with yourself?
A 10-minute experiment that changes everything
This week, in standup or planning, ask for owners per outcome, not one person per task. Keep it strict, one owner, not a committee, not “we.”
The “we” comes by itself in execution, when the team is playing on the field. We are early on in a hideout. Avoid Self-loathing.
Then add one small operational habit: after the next deploy, spend 5 minutes checking whatever signal tells you whether it worked—error rate, conversion, user feedback, latency, support tickets, anything real.
👉 If you do not have a signal, that becomes the work, because a team cannot own what it cannot observe.
You will feel the shift immediately. Conversations become sharper, priorities become fewer, and the team stops performing progress and starts producing outcomes.
Easy steps for your devs to start taking control, without you.
Close
Monday leadership is not motivation. It is intention plus constraint. One sentence of clarity, one definition of “done” that forces ownership, one small habit that ties shipping to reality.
If you want, reply with your one-sentence intent for the week and your definition of “done,” and I’ll help you compress it until it is sharp enough to lead with.
—Adrian
Incredible important way to look at this, and simple. When coaching newly promoted, always nail that one sentence. Then nail it to signatures, slide shows, beginning and end of every meeting. And get it tested, by actually asking people, what’s the vision, AND what does it mean for you and your role.